seat58F
outsourcing relationships: international, inter-economic, interpersonal
September 4, 2010 ~ 10:37:32 AM * -07:00ST
first, the good news
Post # 323 by
admin on April 28th, 2009 ~ 07:17:47 AM
Posted as change, incident, knowledge, problem, release |
No Comments »
a new release, as a collection of enhancements or bug fixes, is expected to improve overall functionality and service effectiveness. change managers and release planners should be able to anticipate any negative effects, but the communication about those issues to end users or the helpdesk usually does not happen.
at minimum, problem managers need a heads-up to give them a chance to write some sort of release note to give the helpdesk a hint as to the expected impact.
csat positive correlation
Post # 303 by
rc on April 26th, 2009 ~ 07:59:45 AM
Posted as csat, incident |
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csat is positively correlated to active end user support by Level 3. If these guys view themselves as mentors to Level 1, feeling some sense of ownership to Level 1 overall performance, solutions are higher quality and re-work rates drop in a major way.
on the other hand, if Level 3 is viewed as an out by Level 1, agents and supervisors are missing the point.
(http://www.historyofpia.com/tails.htm)
working in the background
Post # 315 by
admin on April 24th, 2009 ~ 09:42:58 PM
Posted as incident, knowledge, problem |
No Comments »
top 5 Level 3 support activities
- taking Level 1 support requests to stay current
- evaluating tickets to mentor Level 1 agents
- evaluating tickets to tune the KDB
- evaluating category trends for service improvement requests
- building proactive end user communications content
useless IM metrics
Post # 40 by
rc on March 12th, 2009 ~ 05:50:43 AM
Posted as incident, metrics |
No Comments »
time to own: the image is one of an end user drumming his fingers, waiting for a call-back. so the agent sucked the ticket into his queue. how does that help? just give the end users direct connect, they will be happier.
time to resolve: resolution from whose perspective? resolution of what?
percent resolved on the first contact: look at this as a “bad thing”, service outages that are resolved on the first contact indicate basic monitoring functions are not in place or the self-help facilities are not effective.
percent resolved by first level support: incent the organization to get the guy fixed, not to hold a poorly supported ticket in the wrong resource pool.
excessive metrics are an excuse for poor supervision and investment in training and knowledge management tools.
when green is not green
Post # 30 by
rc on March 11th, 2009 ~ 08:40:18 AM
Posted as contracts, incident, metrics, service request |
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Service Request Mgmt and Change Mgmt usually operate in a predictable way because the kinks are worked out very quickly or the deal goes dysfunctional. R&R and metrics gaps from the original Statement of Work are patched, and operations moves forward with a monthly review of metrics that support the contract, but not the real needs of the client.
The client wants service requests and incidents to be resolved quickly within the agreed cost envelope. They have also usually inserted some ill-defined notion of continuous improvement in the contract. This is the crowbar of disenchantment that the service provider gets whacked with every month.
Trap #1: The relationship will not evolve in a positive way if improvement efforts focus on tightening the entire portfolio of metrics. Most of them can’t be tightened because they are not statistically relevant. Most shouln’t be tightened because its way too expensive to go there. Remember the business priorities.
Trap #2: Improvements in time-to-resolve metrics are extremely fleeting and subject to manipulation by both parties.
Trap #3: Clients and Service Providers naturally gravitate to traditional End User context metrics and use them exclusively to steer the relationship. Most of these metrics really don’t reflect the success of the deal. They are usually easy to gather and to crunch, but their relevance fades as business priorities change.
An active procurement department is a candidate to act as an avocate for their portfolio of approved suppliers. Someone on the client side should modulate demands of the service manager ensuring that green metrics actually do represent client priorities and that the service provider is not being incented to compensate in other areas invisible to client operations.
